The Institute of Enterprise Risk Practitioners (IERP®) is the world’s first and leading certification institute for Enterprise Risk Management (ERM).

Image Alt

IERP® International Institute of Enterprise Risk Practitioners

  /  Thought Leadership   /  Fatal Mistakes Most Risk Consultants Make

Fatal Mistakes Most Risk Consultants Make

Following the 1997 and 2008 economic crises, companies began to take enterprise risk management seriously and began migrating from their past reactive risk management practices towards more proactive ERM approaches.
As more and more businesses across the globe are looking to implement robust risk management, the demand for risk management consultants is also rising. Unfortunately, not all risk consultants are able to generate value for their clients.

There have been numerous discussions both within our certification programs as well as in private discussions between our members and us on the merits (or not) of engaging Risk Management consultants. In response to this and to requests from our members, this tea talk was scheduled. Members also requested that Mr Ramesh Pillai, the most senior ERM practitioner in Malaysia, deliver the talk.

Mr. Ramesh Pillai is the Chairman of the International Board of Governors of the IERP®. With over 30 years of Risk Management experience, he was the pioneer of ERM in Malaysia, was one of our first CRO’s and is also a recognized Global pioneer in Enterprise Risk Management and the implementation of ISO 31000, ISO 31004 and 31010 practices.
Mr. Pillai presented the audience with a lively presentation full of practical examples of how poorly qualified Risk consultants failed to generate value for their clients and often implemented poor ERM practices – causing extensive damage to the credibility of ERM practices and their practical effectiveness in an organisation.

The net effect of all of this would be to relegate the discipline and processes of ERM to one of “form with no substance”. He went on to conclude that there were too many internal audit consultants and accountants being engaged to implement ERM – which they were clearly not qualified to do. However, more disturbingly, the trend appeared to be the emergence of software vendors and ISO consultants implementing ERM as “ERM experts” – all of which would have far reaching and extremely damaging consequences for any company caught in such a situation.
Mr. Pillai concluded by urging the audience to seek relevant and appropriate knowledge and experience as well as by exchanging views and experiences with fellow members of the Institute and properly qualified and experienced ERM practitioners.

    Name (required)

    Email Address (required)

    Mobile Number (required)

    Company (required)

    Designation (required)

    Preferred Contact Method: (required)
    CallEmail

    What is the biggest challenge in your job/industry

    Which modules are you interested in? (required)
    Managing ESGMechanics of ESGEnterprise Risk ManagementSustainability Risk Management Certification Program

    Message

      Name (required)

      Email Address (required)

      Mobile Number (required)

      Company (required)

      Designation (required)

      Preferred Contact Method: (required)
      CallEmail

      What is the biggest challenge in your job/industry

      Message

        Name (required)

        Email Address (required)

        Mobile Number (required)

        Company (required)

        Designation (required)

        Preferred Contact Method: (required)
        CallEmail

        What is the biggest challenge in your job/industry

        Which modules are you interested in? (required)
        Enterprise Risk ManagementCorporate GovernanceEvaluating Risk and Internal ControlEstablishing a CyberSecurity FrameworkEnterprise Risk Advisor Certification Program

        Message

        User registration

        Reset Password